The Impact of Organizational Context and Information Technology on Employee Knowledge-Sharing Capabilities

Sharing knowledge and information is an important factor in the discourses on electronic government, national security, and human capital management in public administration. This article analyzes the impact of organizational context and IT on employees' perceptions of knowledge-sharing capabil...

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Bibliographic Details
Published in:Public administration review 2006-05, Vol.66 (3), p.370-385
Main Authors: Kim, Soonhee, Lee, Hyangsoo
Format: Article
Language:English
Subjects:
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2310
2500
5220
9130
9179
Access to Information
Asia & the Pacific
Centralization
Corporate culture
E-government
Electronic government
Employees
Experimental/theoretical
Explicit knowledge
Formalization
Government (Administrative Body)
Government agencies
Human Capital
Hypothesis testing
Impact analysis
Information
Information and communication technologies
Information sharing
Information technology
Information technology management
Knowledge management
Leadership
Literature Reviews
Management Systems
Multiple Regression Analysis
Multivariate analysis
National Security
Organizational behavior
Organizational Culture
Organizational structure
Perception
Planning
Private Sector
Public administration
Public Agencies
Public Sector
Rewards
Sharing
Social networking
Social Networks
Social policy
South Korea
Studies
Technology, Communication, Collaboration
U.S.A
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Description
Summary:Sharing knowledge and information is an important factor in the discourses on electronic government, national security, and human capital management in public administration. This article analyzes the impact of organizational context and IT on employees' perceptions of knowledge-sharing capabilities in five public sector and five private sector organizations in South Korea. Social networks, centralization, performance-based reward systems, employee usage of IT applications, and user-friendly IT systems were found to significantly affect employee knowledge-sharing capabilities in the organizations studied. For public sector employees, social networks, performance-based reward systems, and employee usage of IT applications are all positively associated with high levels of employee knowledge-sharing capabilities. Lessons and implications for knowledge-sharing capabilities and management leadership in the public sector are presented.
ISSN:0033-3352
1540-6210
DOI:10.1111/j.1540-6210.2006.00595.x